Lean & Agile Enterprise Frameworks...The scrumban revolution: Getting the most out of agile, scrum,...

Lean & AgileEnterprise Frameworks

For Managing Large U.S. Gov’tCloud Computing Projects

Dr. David F. Rico, PMP, CSEP, FCP, FCT, ACP, CSM, SAFe

Twitter: @dr_david_f_ricoWebsite: http://www.davidfrico.com

LinkedIn: http://www.linkedin.com/in/davidfricoAgile Capabilities: http://davidfrico.com/rico-capability-agile.pdf

Agile Resources: http://www.davidfrico.com/daves-agile-resources.htmAgile Cheat Sheet: http://davidfrico.com/key-agile-theories-ideas-and-principles.pdf

Dave’s NEW Business Agility Video: https://www.youtube.com/watch?v=-wTXqN-OBzADoD Fighter Jets vs. Amazon Web Services: http://davidfrico.com/dod-agile-principles.pdf

Author BACKGROUND

Gov’t contractor with 33+ years of IT experience B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys. Large gov’t projects in U.S., Far/Mid-East, & Europe

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Career systems & software engineering methodologist Lean-Agile, Six Sigma, CMMI, ISO 9001, DoD 5000NASA, USAF, Navy, Army, DISA, & DARPA projects Published seven books & numerous journal articles Intn’l keynote speaker, 150+ talks to 13,000 people Specializes in metrics, models, & cost engineeringCloud Computing, SOA, Web Services, FOSS, etc. Adjunct at six Washington, DC-area universities

What is Agility?

A-gil-i-ty (ə-'ji-lə-tē) Property consisting of quickness, lightness, and ease of movement; To be very nimble

The ability to create and respond to change in order to profit in a turbulent global business environment

The ability to quickly reprioritize use of resources when requirements, technology, and knowledge shift

A very fast response to sudden market changes and emerging threats by intensive customer interaction

Use of evolutionary, incremental, and iterative delivery to converge on an optimal customer solution

Maximizing BUSINESS VALUE with right sized, just-enough, and just-in-time processes and documentation

Highsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley.

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Models of AGILE METHODS

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Agile methods spunoff flexible manufacturing 1990s Extreme Programming (XP) swept the globe by 2002 Today, over 90% of IT projects use Scrum/XP hybrid

•Use Cases

•Domain Model

•Object Oriented

• Iterative Dev.

•Risk Planning

• Info. Radiators

•Planning Poker

•Product Backlog

•Sprint Backlog

•2-4 Week Sprint

•Daily Standup

•Sprint Demo

•Feasibility

•Business Study

•Func. Iteration

•Design Iteration

• Implementation

•Testing

•Domain Model

•Feature List

•Object Oriented

• Iterative Dev.

•Code Inspection

•Testing

•Release Plans

•User Stories

•Pair Programmer

• Iterative Dev.

•Test First Dev.

•Onsite Customer

Cockburn, A. (2002). Agile software development. Boston, MA: Addison-Wesley.

Schwaber, K., & Beedle, M. (2001). Agile software development with scrum. Upper Saddle River, NJ: Prentice-Hall.

Stapleton, J. (1997). DSDM: A framework for business centered development. Harlow, England: Addison-Wesley.

Palmer, S. R., & Felsing, J. M. (2002). A practical guide to feature driven development. Upper Saddle River, NJ: Prentice-Hall.

Beck, K. (2000). Extreme programming explained: Embrace change. Reading, MA: Addison-Wesley.

CRYSTAL METHODS

- 1991 -

SCRUM

- 1993 -

DSDM- 1993 -

FDD- 1997 -

XP- 1998 -

•Reflection W/S •Retrospective •Quality Control •Quality Control •Continuous Del.

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Basic SCRUM Method

Schwaber, K., & Beedle, M. (2001). Agile software development with scrum. Upper Saddle River, NJ: Prentice-Hall.

Created by Jeff Sutherland at Easel in 1993 Product backlog comprised of prioritized features Iterative sprint-to-sprint, adaptive & emergent model

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Numerous models of lean development emerging Based on principles of lean thinking & just-in-time Include software, project, & product management

Poppendieck, M., & Poppendieck, T. (2003). Lean software development: An agile toolkit for software development managers. Boston, MA: Addison Wesley.

Reinertsen, D. G. (2009). The principles of product development flow: Second generation lean product development. New York, NY: Celeritas.

Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press.

Olsen, D. (2015). The lean product playbook: How to innovate with minimum viable products and rapid customer feedback. Hoboken, NJ: John Wiley & Sons.

Humble, J., Molesky, J., & O'Reilly, B. (2015). Lean enterprise: How high performance organizations innovate at scale. Sebastopol, CA: O'Reilly Media.

LEAN SOFTWARE

- 2003 -LEAN PRINCIPLES

- 2009 -LEAN KANBAN

- 2010 -LEAN PRODUCTS

- 2015 -LEAN ENTERPRISES

- 2015 -

• Create Value

• Eliminate Waste

• Amplify Learning

• Late Decisions

• Deliver Fast

• Empower Team

• Build-in Integrity

• See the Whole

• Economic View

• Manage Queues

• Use Variability

• Small Batches

• WIP Constraints

• Flow Control

• Fast Feedback

• Decentralize

• Visualize

• Limit WIP

• Manage Flow

• Use Policies

• Quality Focus

• Lead Times

• Improvement

• Reduce Variation

• Target Customer

• Market Needs

• Market Value

• Min. Viability

• Prototype

• User Experience

• Market Testing

• Improvement

• Measure Risks

• Uncertainty

• Marketing

• Improvement

• Value & Flow

• Lean Engineering

• Experimentation

• Bus. Alignment

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Models of LEAN METHODS

Scrum-Kanban (SCRUMBAN)

7Ladas, C. (2008). Scrumban: Essays on kanban systems for lean software development. Seattle, WA: Modus Cooperandi.

Reddy, A. (2016). The scrumban revolution: Getting the most out of agile, scrum, and lean-kanban. New York, NY: Addison-Wesley.

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Created by Corey Ladas of Modus Cooperandi (2008) Hybrid of Agile (Scrum) and Lean (Kanban) methods Scrum with one-piece-workflow vs sprints (batches)

Models of AGILE PROJECT MGT.

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Dozens of Agile project management models emerged Many stem from principles of Extreme Programming Vision, releases, & iterative development common

•Prioritization

•Feasibility

•Planning

•Tracking

•Reporting

•Review

•Visionate

•Speculate

• Innovate

•Re-Evaluate

•Disseminate

•Terminate

•Scoping

•Planning

•Feasibility

•Cyclical Dev.

•Checkpoint

•Review

•Envision

•Speculate

•Explore

• Iterate

•Launch

•Close

•Vision

•Roadmap

•Release Plan

•Sprint Plan

•Daily Scrum

•Retrospective

Thomsett, R. (2002). Radical project management. Upper Saddle River, NJ: Prentice-Hall.

DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass.

Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education.

Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

Layton, M. C., & Maurer, R. (2011). Agile project management for dummies. Hoboken, NJ: Wiley Publishing.

RADICAL

- 2002 -

EXTREME

- 2004 -

ADAPTIVE

- 2010 -

AGILE

- 2010-

SIMPLIFIED APM- 2011 -

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Layton, M. C., & Maurer, R. (2011). Agile project management for dummies. Hoboken, NJ: Wiley Publishing.

Created by Mark Layton at PlatinumEdge in 2012 Mix of new product development, XP, and Scrum Simplified codification of XP and Scrum hybrid

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Basic AGILE PROJECT MGT. Method

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Numerous models of agile portfolio mgt. emerging Based on lean-kanban, release planning, and Scrum Include organization, program, & project management

Schwaber, K. (2007). The enterprise and scrum. Redmond, WA: Microsoft Press.

Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.

Larman, C., & Vodde, B. (2008). Scaling lean and agile development: Thinking and organizational tools for large-scale scrum. Boston, MA: Addison-Wesley.

Ambler, S. W., & Lines, M. (2012). Disciplined agile delivery: A practitioner's guide to agile software delivery in the enterprise. Boston, MA: Pearson Education.

Thompson, K. (2013). cPrime’s R.A.G.E. is unleashed: Agile leaders rejoice! Retrieved March 28, 2014, from http://www.cprime.com/tag/agile-governance

Schwaber, K. (2015). The definitive guide to nexus: The exoskeleton of scaled scrum development. Lexington, MA: Scrum.Org

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Models of AGILE FRAMEWORKS

ESCRUM

- 2007 -SAFe

- 2007 -LESS

- 2007 -DAD

- 2012 -RAGE

- 2013 -SPS

- 2015 -

•Product Mgt

•Program Mgt

•Project Mgt

•Process Mgt

•Business Mgt

•Market Mgt

•Strategic Mgt

•Portfolio Mgt

•Program Mgt

•Team Mgt

•Quality Mgt

•Delivery Mgt

•Business Mgt

•Portfolio Mgt

•Product Mgt

•Area Mgt

•Sprint Mgt

•Release Mgt

•Business Mgt

•Portfolio Mgt

•Inception

•Construction

•Iterations

•Transition

•Business

•Governance

•Portfolio

•Program

•Project

•Delivery

•Product Mgt

•Program Mgt

•Sprint Mgt

•Team Mgt.

•Integ Mgt.

•Release Mgt

Created by Dean Leffingwell of Rally in 2007 Knowledge to scale agile practices to enterprise Hybrid of Kanban, XP release planning, and Scrum

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Basic SAFE 4.0 Method

Leffingwell, D. (2017). SAFe reference guide: Scaled agile framework for lean software and systems engineering. Boston, MA: Pearson Education.

Lean & Agile FRAMEWORK?

Frame-work (frām'wûrk') A support structure, skeletal enclosure, or scaffolding platform; Hypothetical model

A multi-tiered framework for using lean & agile methodsat the enterprise, portfolio, program, & project levels

An approach embracing values and principles of lean thinking, product development flow, & agile methods

Adaptable framework for collaboration, prioritizing work, iterative development, & responding to change

Tools for agile scaling, rigorous and disciplined planning & architecture, and a sharp focus on product quality

Maximizes BUSINESS VALUE of organizations, programs, & projects with lean-agile values, principles, & practices

Leffingwell, D. (2011). Agile software requirements: Lean requirements practices for teams, programs, and the enterprise. Boston, MA: Pearson Education.

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How do Lean & Agile INTERSECT?

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Agile is naturally lean and based on small batches Agile directly supports six principles of lean thinking Agile may be converted to a continuous flow system

Womack, J. P., & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Free Press.


Reagan, R. B., & Rico, D. F. (2010). Lean and agile acquisition and systems engineering: A paradigm whose time has come. DoD AT&L Magazine, 39(6).

Economic View

Decentralization

Fast Feedback

Control Cadence

& Small Batches

Manage Queues/

Exploit Variability

WIP Constraints

& Kanban

Flow PrinciplesAgile Values

Customer

Collaboration

Empowered

Teams

Iterative

Delivery

Responding

to Change

Lean Pillars

Respect

for People

Continuous

Improvement

Customer Value

Relationships

Customer Pull

Continuous Flow

Perfection

Value Stream

Lean Principles

• Customer relationships, satisfaction, trust, and loyalty• Team authority, empowerment, and resources• Team identification, cohesion, and communication

Lean & Agile Practices

• Product vision, mission, needs, and capabilities• Product scope, constraints, and business value• Product objectives, specifications, and performance

• As is policies, processes, procedures, and instructions• To be business processes, flowcharts, and swim lanes• Initial workflow analysis, metrication, and optimization

• Batch size, work in process, and artifact size constraints• Cadence, queue size, buffers, slack, and bottlenecks• Workflow, test, integration, and deployment automation

• Roadmaps, releases, iterations, and product priorities• Epics, themes, feature sets, features, and user stories• Product demonstrations, feedback, and new backlogs

• Refactor, test driven design, and continuous integration• Standups, retrospectives, and process improvements• Organization, project, and process adaptability/flexibility

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SAFe REVISITED

Proven, public well-defined F/W for scaling Lean-Agile Synchronizes alignment, collaboration, and deliveries Quality, execution, alignment, & transparency focus

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Portfolio

Team

Program

ValueStream

Leffingwell, D. (2015). Scaled agile framework (SAFe). Retrieved January 25, 2016 from http://www.scaledagileframework.com

SAFe—Scaling at PORTFOLIO Level

Business objectives mapped to strategic themes Enterprise architecture, Kanban, & economic cases Value delivery via epics, enablers, and value streams

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AGILE PORTFOLIO MANAGEMENT

● Organize around value streams

● Communicate strategic themes

● Empower decision makers

● Provide visibility and governance

● Guide technology decisions

● Apply enterprise architecture

StrategicThemes

Lean-AgileBudgeting

Visibility &Governance

EnterpriseArchitecture

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SAFe—Scaling at VALUE STREAM Level

Economic framework and value stream budgeting Agile architecture, value stream engineer & Kanban Solution deliveries via capabilities and release trains

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AGILE VALUE STREAM MANAGEMENT

● Cadence and centralization

● Local value stream governance

● Value stream roles and budgeting

● Fixed and variable solution intent

● Capability flow with Kanban

● Frequently integrate to validate

SolutionIntent

Cadence &Synchronization

LocalizedGovernance

CustomerValidation

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SAFe—Scaling at PROGRAM Level

Product and release management team-of-team Common mission, backlog, estimates, and sprints Value delivery via program-level enablers & features

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AGILE RELEASE TRAINS

● Driven by vision and roadmap

● Cross functional collaboration

● Apply cadence and synchronization

● Measure progress with milestones

● Frequent, early customer feedback

● Inspect, adapt, and improve

Alignment Collaboration

SynchronizationValue

Delivery

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SAFe—Scaling at TEAM Level

Empowered, self-organizing cross-functional teams Hybrid of Scrum PM & XP technical best practices Value delivery via empowerment, quality, and CI

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AGILE CODE QUALITY

● Pair development

● Emergent design

● Test-first

● Refactoring

● Continuous integration

● Collective ownership

ProductQuality

CustomerSatisfaction

Predictability Speed

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19Leffingwell, D. (2015). Scaled agile framework (SAFe). Retrieved June 12, 2015 from http://www.scaledagileframework.com

Epic Progress

Release Train Radar

Portfolio Kanban

Portfolio Radar

SAFe METRICS

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Late big bang integration increases WIP backlog Agile testing early and often reduces WIP backlog CI/CD/DevOps lower WIP, Cycle Time, & Lead Time

Nightingale, C. (2015). Seven lean metrics to improve flow. Franklin, TN: LeanKit.

FKANBAN BOARD CUMULATIVE FLOW DIAGRAM

LEAD TIME & CYCLE TIME PUTTING IT ALL TOGETHER

SAFe METRICS — Cont’d

SAFe CASE STUDIES

Most U.S. Fortune 500 companies adopting SAFe Goal to integrate enterprise, portfolios, and systems Capital One going through end-to-end SAFe adoption

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John Deere Spotify Comcast

• Agricultural automation

• 800 developers on 80 teams

• Rolled out SAFe in one year

• Transitioned to open spaces

• Field issue resolution up 42%

• Quality improvement up 50%

• Warranty expense down 50%

• Time to production down 20%

• Time to market down 20%

• Job engagement up 10%

• Television cable/DVR boxes

• Embedded & server-side


• Cycle time - 12 to 4 months

• Support 11 million+ DVRs

• Design features vs. layers

• Releases delivered on-time

• 100% capabilities delivered

• 95% requirements delivered

• Fully automated sprint tests

• GUI-based point of sale sys

• Switched from CMMI to SAFe


• QA to new feature focus

• Used Rally adoption model

• 10% productivity improvement

• 10% cost of quality reduction

• 200% improved defect density

• Production defects down 50%

• Value vs. compliance focus

Leffingwell, D. (2014). Scaled agile framework (SAFe) case studies. Denver, CO: Leffingwell, LLC.

Rico, D. F. (2014). Scaled agile framework (SAFe) benefits. Retrieved June 2, 2014, from http://davidfrico.com/safe-benefits.txt

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Kovacs, K. (2015). Comparison of nosql databases. Retrieved on January 9, 2015, from http://kkovacs.eu

Sahai, S. (2013). Nosql database comparison chart. Retrieved on January 9, 2015, from http://www.infoivy.com

DB-Engines (2014). System properties comparison of nosql databases. Retrieved on January 9, 2015, from http://db-engines.com

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Rank Database Year Creator Firm Goal Model Lang I/F Focus Example User Rate KPro

2007Steve

Francia10gen

Gener-

alityDocument C++ BSON

Large-scale

Web AppsCRM Expedia 45% 48

2008Avinash

LakshmanFacebook

Relia-

bility

Wide

ColumnJava CQL

Fault-tolerant

Data Stores

Mission

Critical DataiTunes 20% 15

2009Salvatore

SanfilippoPivotal Speed Key Value C Binary

Real-time

Messaging

Instant

MessagingTwitter 20% 14

2007Mike

CarafellaPowerset Scale

Wide

ColumnJava REST

Petabyte-size

Data Stores

Image

RepositoryEbay 10% 8

2004Shay

BanonCompass Search Document Java REST

Full-text

Search

Information

Portals

Wiki-

media5% 7

Real-time, Distributed, Multi-tenant, Document-based, Schema-free, Persistence, Availability, etc.

8

Redis10

HBase14

Rapid-prototyping, Queries, Indexes, Replication, Availability, Load-balancing, Auto-Sharding, etc.

Distributed, Scalable, Performance, Durable, Caching, Operations, Transactions, Consistency

Real-time, Memory-cached, Performance, Persistence, Replication, Data structures, Age-off, etc.

Scalable, Performance, Data-replication, Flexible, Consistency, Auto-sharding, Metrics, etc.

16Elastic

Search

MongoDB5

Cassandra

3 - $10M

•Gen App

•Reliable

•Low Cplx

2 - $100M

•Schema

•Dist P2P

•Med Cplx

1 - $1B

•Limited

•Sin PoF

•High Cplx

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1st-generation systems used HPCs & Hadoop 2nd-generation systems used COTS HW & P2P 3rd-generation systems use APP. SW & COTS HW

Cloud Computing CASE STUDIES

SAFe BENEFITS

23Leffingwell, D. (2014). Scaled agile framework (SAFe) case studies. Denver, CO: Leffingwell, LLC.

Rico, D. F. (2014). Scaled agile framework (SAFe) benefits. Retrieved June 2, 2014, from http://davidfrico.com/safe-benefits.txt

Cycle time and quality are most notable improvement Productivity on par with Scrum at 10X above normal Data shows SAFe scales to teams of 1,000+ people

Benefit Nokia SEI Telstra BMCTrade

Station

Discount

TireValpak Mitchell

John

DeereSpotify Comcast Average

App Maps Trading DW IT Trading Retail Market Insurance Agricult. Cable PoS

Weeks 95.3 2 52 52 52 52 51

People 520 400 75 300 100 90 300 800 150 120 286

Teams 66 30 9 10 10 9 60 80 15 12 30

Satis 25% 29% 15% 23%

Costs 50% 10% 30%

Product 2000% 25% 10% 678%

Quality 95% 44% 50% 50% 60%

Cycle 600% 600% 300% 50% 300% 370%

ROI 2500% 200% 1350%

Morale 43% 63% 10% 39%

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SAFe ROADMAP

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Leffingwell, D. (2017). Scaled agile framework (SAFe). Retrieved March 1, 2017 from http://www.scaledagileframework.com

Roadmap necessary for successful SAFe introduction Traditional big-bang—story maps & incrementalism okay Keys are top-down commitment, training, & resources

SAFe SUMMARY

Lean-agile frameworks & tools emerging in droves Focus on scaling agility to enterprises & portfolios SAFe emerging as the clear international leader

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Rico, D. F. (2014). Dave's Notes: For Scaling with SAFe, DaD, LeSS, RAGE, ScrumPLoP, Enterprise Scrum, etc. Retrieved March 28, 2014 from http://davidfrico.com

SAFe is extremely well-defined in books and Internet

SAFe has ample training, certification, consulting, etc.

SAFe leads to increased productivity and quality

SAFe is scalable to teams of up to 1,000+ developers

SAFe is preferred agile approach of Global 500 firms

SAFe is agile choice for public sector IT acquisitions

SAFe cases and performance data rapidly emerging

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26Kim, G., Debois, P., Willis, J., & Humble, J. The devops handbook: How to create world-class agility, reliability, and security

in technology organizations. Portland, OR: IT Revolution Press.

Everything begins with lean & agile principles Next step is smaller portfolio & simpler designs Final step is modular interfaces & E2E automation

Five Keys to ENTERPRISE AGILITY

SAFe RESOURCES

Guides to lean systems & software development Illustrates key principles, concepts, and practices Keys to applying lean ideas systems development

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Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.

Leffingwell, D. (2011). Agile software requirements: Lean requirements practices for teams, programs, and the enterprise. Boston, MA: Pearson Education.

Leffingwell, D. (2017). SAFe reference guide: Scaled agile framework for lean software and systems engineering. Boston, MA: Pearson Education.

Knaster, R., & Leffingwell, D. (2017). SAFe distilled: Applying the scaled agile framework for lean software and systems engineering. Boston, MA: Pearson Education.

Dave’s PROFESSIONAL CAPABILITIES

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Software

Quality

Mgt.

Technical

Project

Mgt.

Software

Development

Methods

Strategy &

Roadmapping

Systems

Engineering

Cost Estimates

& Scheduling

Acquisition &

Contracting

Organization

Change

Lean, Kanban,

& Six Sigma

Modeling &

Simulations

Big Data,

Cloud, NoSQL

Workflow

Automation

Metrics,

Models, & SPC

BPR, IDEF0,

& DoDAF

DoD 5000,

TRA, & SRA

PSP, TSP, &

Code Reviews

CMMI &

ISO 9001

Innovation

Management

Statistics, CFA,

EFA, & SEM

Research

Methods

Evolutionary

Design

Valuation — Cost-Benefit Analysis, B/CR, ROI, NPV, BEP, Real Options, etc.

Lean-Agile — Scrum, SAFe, Continuous Integration & Delivery, DevOps, etc.

STRENGTHS – Data Mining • Gathering & Reporting Performance Data • Strategic Planning • Executive & Manage-

ment Briefs • Brownbags & Webinars • White Papers • Tiger-Teams • Short-Fuse Tasking • Audits & Reviews • Etc.

● Data mining. Metrics, benchmarks, & performance.● Simplification. Refactoring, refinement, & streamlining.● Assessments. Audits, reviews, appraisals, & risk analysis.● Coaching. Diagnosing, debugging, & restarting stalled projects.● Business cases. Cost, benefit, & return-on-investment (ROI) analysis.● Communications. Executive summaries, white papers, & lightning talks.● Strategy & tactics. Program, project, task, & activity scoping, charters, & plans.

PMP, CSEP,FCP, FCT

ACP, CSM,& SAFE

33 YEARS

IN ITINDUSTRY

Backup Slides

Factor eScrum SAFe LeSS DaD RAGE SPSSimple ✓ ✓ ✓ ✓ ✓ ✓

Well-Defined ✓ ✓ ✓

Web Portal ✓ ✓

Books ✓ ✓ ✓ ✓

Measurable ✓

Results ✓ ✓ ✓

Training & Cert ✓

Consultants ✓

Tools ✓

Popularity ✓ ✓ ✓

International ✓ ✓ ✓

Fortune 500 ✓ ✓ ✓

Government ✓ ✓

Lean-Kanban ✓ ✓

Agile Enterprise F/W COMPARISON

Numerous lean-agile enterprise frameworks emerging eScrum & LeSS were 1st (but SAFe & DaD dominate) SAFe is the most widely-used (with ample resources)

30Rico, D. F. (2014). Scaled agile framework (SAFe) comparison. Retrieved June 4, 2014 from http://davidfrico.com/safe-comparison.xls

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Agile Enterprise F/W ADOPTION

Lean-agile enterprise framework adopt stats emerging Numerous lean-agile frameworks now coming to light SAFe is most widely-adopted “formalized” framework

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Holler, R. (2015). Ninth annual state of agile survey: State of agile development. Atlanta, GA: VersionOne.

Enterprise Scrum (ESCRUM)

Schwaber, K. (2007). The enterprise and scrum. Redmond, WA: Microsoft Press.

Created by Ken Schwaber of Scrum Alliance in 2007 Application of Scrum at any place in the enterprise Basic Scrum with extensive backlog grooming

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Scaled Agile Framework (SAFE)

Created by Dean Leffingwell of Rally in 2007 Knowledge to scale agile practices to enterprise Hybrid of Kanban, XP release planning, and Scrum

33Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.

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Large Scale Scrum (LESS)

Created by Craig Larman of Valtech in 2008 Scrum for larger projects of 500 to 1,500 people Model to nest product owners, backlogs, and teams

34Larman, C., & Vodde, B. (2008). Scaling lean and agile development: Thinking and organizational tools for large-scale scrum. Boston, MA: Addison-Wesley.

ProductOwner

ProductBacklog

AreaProductOwner

AreaProductBacklog

Daily Scrum15 minutes

Product Backlog Refinement5 - 10% of Sprint

2 - 4 Week Sprint

1 DayFeature Team +Scrum Master

Sprint Planning II2 - 4 hours

SprintPlanning I2 - 4 hours

Potentially ShippableProduct Increment

SprintReview

JointSprintReview

Sprint Retrospective

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SprintBacklog

Disciplined Agile Delivery (DAD)

Created by Scott Ambler of IBM in 2012 People, learning-centric hybrid agile IT delivery Scrum mapping to a model-driven RUP framework

35Ambler, S. W., & Lines, M. (2012). Disciplined agile delivery: A practitioner's guide to agile software delivery in the enterprise. Boston, MA: Pearson Education.

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Recipes for Agile Governance (RAGE)

Created by Kevin Thompson of cPrime in 2013 Agile governance model for large Scrum projects Traditional-agile hybrid of portfolio-project planning

36Thompson, K. (2013). cPrime’s R.A.G.E. is unleashed: Agile leaders rejoice! Retrieved March 28, 2014, from http://www.cprime.com/tag/agile-governance

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Scaled Professional Scrum (SPS)

37Schwaber, K. (2015). The definitive guide to nexus: The exoskeleton of scaled scrum development. Lexington, MA: Scrum.Org

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Created by Ken Schwaber of Scrum.Org in 2015 Used to develop & sustain scaled Scrum initiatives Formalization of 10 year old Scrum of Scrum concept

Other Keys to ENTERPRISE AGILITY

One must think and act small to accomplish big things Slow down to speed up, speed up ‘til wheels come off Scaling up lowers productivity, quality, & business value

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Rico, D. F. (2014). Dave's Notes: For Scaling with SAFe, DaD, LeSS, RAGE, ScrumPLoP, Enterprise Scrum, etc. Retrieved March 28, 2014 from http://davidfrico.com

• EMPOWER WORKFORCE - Allow workers to help establish enterprise business goals and objectives.

• ALIGN BUSINESS VALUE - Align and focus agile teams on delivering business value to the enterprise.

• PERFORM VISIONING - Frequently communicate portfolio, project, and team vision on continuous basis.

• REDUCE SIZE - Reduce sizes of agile portfolios, acquisitions, products, programs, projects, and teams.

• ACT SMALL - Get large agile teams to act, behave, collaborate, communicate, and perform like small ones.

• BE SMALL - Get small projects to act, behave, and collaborate like small ones instead of trying to act larger.

• ACT COLLOCATED - Get virtual distributed teams to act, behave, communicate and perform like collocated ones.

• USE SMALL ACQUISITION BATCHES - Organize suppliers to rapidly deliver new capabilities and quickly reprioritize.

• USE LEAN-AGILE CONTRACTS - Use collaborative contracts to share responsibility instead of adversarial legal ones.

• USE ENTERPRISE AUTOMATION - Automate everything with Continuous Integration, Continuous Delivery, & DevOps.

FF

F

F

F

ObjectiveExperiments

Vision-Strategy

Time Based

Change-Adapt

Customer Focus

Relationships

Leadership

Talent

Purpose

Collaborative

Communication

Empowerment

Improvement

Continuous

Iterative

Operational

Lightweight

Disciplined

Improving

Automation

Fewer

Smaller

Modular

Flexible

Reconfigurable

Inexpensive

ThrowawaySoftware

Open Source

Microservices

Commercial

Reusable

Cloud Computing

Mobile

Intranet

Internet

Text

Email

Cellphone

Video

Workflow

Narrow

Flatter

Networked

Organic

Self Organizing

Cross Functional

Light Governance

Virtual

Telepresence

Outsourced

Offshoring

Global

Leased

Commercial

1

2

3

4

5

6

7

1. Strategic Agility8. Capital Infrastructure Agility

2. Cultural

Agility

3. Process

Agility

4. Product & Service Agility5. Technology Agility

6. IT Infrastructure

Agility

7. Organization

Design Agility

Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies. Retrieved March 1, 2016, from http://davidfrico.com

39

Model of ENTERPRISE AGILITY

Assembla went from 2 to 45 releases every month 15K Google developers run 120 million tests per day 30K+ Amazon developers deliver 136K releases a day

40Singleton, A. (2014). Unblock: A guide to the new continuous agile. Needham, MA: Assembla, Inc.

E

62x Faster

U.S. DoD

IT Project

3,645x Faster

U.S. DoD

IT Project

F

Time Benefits to ENTERPRISE AGILITY

Hoque, F., et al. (2007). Business technology convergence. The role of business technology convergence in innovation

and adaptability and its effect on financial performance. Stamford, CT: BTM Corporation.41

Study of 15 agile vs. non-agile Fortune 500 firms Based on models to measure organizational agility Agile firms out perform non agile firms by up to 36%F

Fin. Benefits to ENTERPRISE AGILITY

Suhy, S. (2014). Has the U.S. government moved to agile without telling anyone? Retrieved April 24, 2015, from http://agileingov.com

Porter, M. E., & Schwab, K. (2008). The global competitiveness report: 2008 to 2009. Geneva, Switzerland: World Economic Forum. 42

U.S. gov’t agile jobs grew by 13,000% from 2006-2013 Adoption is higher in U.S. DoD than Civilian Agencies GDP of countries with high adoption rates is greaterF

High

Low

Low HighAGILITY

CO

MP

ET

ITIV

EN

ES

S

GOVERNMENT AGILE JOB GROWTH

PE

RC

EN

TA

GE

13,000%

0

2006 2013YEARS

GOVERNMENT COMPETITIVENESS

Nat’l Benefits to ENTERPRISE AGILITY

Lean & Agile Enterprise Frameworks...The scrumban revolution: Getting the most out of agile, scrum,...

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